Chamankar Wadi - Ubhadanda

India / Maharashtra / Vengurla /
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It is a colony of peoples includes Chamankar,Manjrekar,Mayekar,Shirodkar,Sonsurkar,Redkar,Vengurlekar,Tulaskar & Fly Shri. Tulaskar Guruji (Singer) Son Mr. Prakash Tulaskar, Mhapankar & Fernandes leaving friendly with each other.
Nearby cities:
Coordinates:   15°49'45"N   73°38'23"E

Comments

  • My name is SARVESH KRISHNA CHAMANKAR.I am the son of Krishna Chamankar alias Avinash chamankar.My grandfathers name is SHANTARAM K. CHAMANKAR.My adress is house number is 2032,KRISHNA BHAMA HOUSE Chamankar wadi,ubhadanda Vangurla dist.Sindhurga pin 416 516 India.
  • My mothers name is Anuradha Krishna Chamankar.She is from Baliram Krishna Waigankar family ,staying at Trimbak,Achra Malvan ,Sindudurga.My grandmothers name is Shobhana Shantaram Chamankar.She is from Baburao Salgonkar family. Staying at Aravali.Shiroda Vengurla. Please give comments of Chamankar family or give the history of Chamankar family.If someone is related or have the same surname please give details of Chamankar family or nam email at- sarvesh_chamankar@yahoo.com/kschamankar@yahoo.co.in
  • I born in Vengurla.My primery education completed in Ubhadanda School no.2 I learned upto !0th Std in New English School,Ubhadanda.After that ICompleted 12th Std from Science branch in B.M.Gogte Jr. College Shiroda. After that I completed Diploma in Mechanical Engineering from Govt Ploytechnic Malvan. & now Iam working in GLOBLE TELECOM LTD as Project Engineer. In this my progress my parents &friends take main part. I love Vengurla so much.
  • Management Throughout the years, the role of a manager has changed. Years ago, managers were thought of as people who were "the boss." While that might still be true today, many managers view themselves as leaders rather than as people who tell subordinates what to do. The role of a manager is comprehensive and often very complex. Not everyone wants to be a manager, nor should everyone consider being a manager. A Definition of Management Some would define management as an art, while others would define it as a science. Whether management is an art or a science isn't what is most important. Management is a process that is used to accomplish organizational goals; that is, a process that is used to achieve what an organization wants to achieve. An organization could be a business, a school, a city, a group of volunteers, or any governmental entity. Managers are the people to whom this management task is assigned, and it is generally thought that they achieve the desired goals through the key functions of (1) planning, (2) organizing, (3) directing, and (4) controlling. Some would include leading as a managing function, but for the purposes of this discussion, leading is included as a part of directing. The four key functions of management are applied throughout an organization regardless of whether it is a business, a government agency, or a church group. In a business, which will be the focus here, many different activities take place. For example, in a retail store there are people who buy merchandise to sell, people to sell the merchandise, people who prepare the merchandise for display, people who are responsible for advertising and promotion, people who do the accounting work, people who hire and train employees, and several other types of workers. There might be one manager for the entire store, but there are other managers at different levels who are more directly responsible for the people who perform all the other jobs. At each level of management, the four key functions of planning, organizing, directing, and controlling are included. The emphasis changes with each different level of manager, as will be explained later. Planning Planning in any organization occurs in different ways and at all levels. A top-level manager, say the manager of a manufacturing plant, plans for different events than does a manager who supervises, say, a group of workers who are responsible for assembling modular homes on an assembly line. The plant manager must be concerned with the overall operations of the plant, while the assembly-line manager or supervisor is only responsible for the line that he or she oversees. Planning could include setting organizational goals. This is usually done by higher-level managers in an organization. As a part of the planning process, the manager then develops strategies for achieving the goals of the organization. In order to implement the strategies, resources will be needed and must be acquired. The planners must also then determine the standards, or levels of quality, that need to be met in completing the tasks. In general, planning can be strategic planning, tactical planning, or contingency planning. Strategic planning is long-range planning that is normally completed by top-level managers in an organization. Examples of strategic decisions managers make are who the customer or clientele should be, what products or services should be sold, and where the products and services should be sold. Short-range or tactical planning is done for the benefit of lower-level managers, since it is the process of developing very detailed strategies about what needs to be done, who should do it, and how it should be done. To return to the previous example of assembling modular homes, as the home is nearing construction on the floor of the plant, plans must be made for the best way to move it through the plant so that each worker can complete assigned tasks in the most efficient manner. These plans can best be developed and implemented by the line managers who oversee the production process rather than managers who sit in an office and plan for the overall operation of the company. The tactical plans fit into the strategic plans and are necessary to implement the strategic plans.
  • Prakash P. Tulaskar a son on Shri Pundalik Tulaskar
This article was last modified 17 years ago